Project Management. 1. Profile and Contact way of the Teachers

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1 Project Management Title of the Course: Project Management Course Teacher: Cheryl (Shu Fang) Chi No. of Course: Language:English Students:?? Inside Class Credit Hours: 36 Extracurricular class hours:72 Prerequisite: N/A Number of students : 50 Semester: Second Credit: 2 1. Profile and Contact way of the Teachers CHERYL CHI is PhD, assistant professor of School of Economics & Management (SEM), Tongji University. Professor Chi has engaged at research and teaching in the areas of Project Management, Project Governance, International Project Management, Institution theory and organization, and Qualitative Research Methodology. She holds a Ph.D. in Civil & Environmental Engineering and a Master in Project Management from Stanford University. She also got an MBA from Cheng Kung University, Taiwan. She studied large projects such as high-speed railway projects in China, Taiwan, and California. Currently, she works closely with the Walt Disney Shanghai project team. sfchi@tongji.edu.cn 2. Course Description The past decade has witnessed an increasing use of the project mode of organizing and controlling work in new industries as well as in established sectors. More and more industries seek talents who possess superior skills of project management. The course provides a reasonably comprehensive introduction of concepts, activities, skills and challenges of project management. Students will explore fundamental issues of managing real world projects as well as the international best practice tools that address these issues. Students will work together to form a project team, perform the key activities of project management, and develop a project roadmap at the end of the course. 1

2 3. Course Objectives and Requirements 1. Course Objectives: This course aims to cultivate leaders and integrators who manage projects competently, collaboratively, and ethically. To do this, the course provides students a holistic view regarding the challenges and dynamics of project management throughout project lifecycle, as well as critical knowledge, principles, tools, and techniques in Project Management that can be applied to achieve expected project performance. In addition, this course emphasizes a global perspective of project management by exploring practical difficulties of managing international projects and approaches that can be used to coup with the difficulties. 2. Requirements: Attendance at both lectures and group meetings is mandatory. Students are required to prepare a briefing memo for weekly course readings, participate actively in discussions and group meetings, prepare a midterm and a final presentation and prepare a final project roadmap individually. All works submitted for credit must be original works created by the student uniquely for the class. This course does not tolerate plagiarism (the appropriation or stealing of the ideas or words of another and passing them off as one's own) and other forms of academic dishonesty, such as cheating on exams or other course assignments. To avoid plagiarism, the student must give credit whenever they use another individual's idea, opinion, theory, spoken or written words (paraphrase them or not), or use statistics, graphs, and figures that are not common knowledge. Any works referenced should be properly cited in accordance with APA 6th edition style or other formal citation styles. Web resources for additional reference regarding what constitutes plagiarism and how to avoid it: 4. Course Arrangement 2

3 Course name unit Credit hours Project Management Total Credit Hours 36 Contents Unit One:Introduction to Project Management 1. Visions and key skills of project managers in Project organizations and lifecycle 3. Project performance and success 4. Key elements of project management 5. Project interfaces 6. Trends of project management Unit Two:Project initiating 1. Basics of Project Charter; 2. Project initiation process; 3. Feasibility study; Public participation; Unit Three:Project Planning 1. The importance of Planning (Why plan; saving curve); 2. Work Breakdown Structure 3. Tools and techniques Preparation of class and reading materials 1. Morris (2010) A Brief History of Project Management; 2. ASCE (2007) the vision for civil engineering in 2025, pp Winter et al. (2006) direction for future research in Project Management 4. Zaleznik (1977) Managers and leaders; 5. Flyvbjerg (2010) Over budget, over time, over and over again (Handbook ch 13); 6. Levitt (2011) Towards Project Management Miller & Lessard (2001) The Strategic Management of Large Engineering Projects-Introduction and Chapter 2 1. FMI/CMAA Annual Survey of Owners by Construction Management Association of America; 2. Porter and Linde (1995) Green and competitive Cases California High Speed Rail Program 4 6 Unit Four:Project Organization 1. Team motivation 2. Roles and responsibilities 3. Project Organization Structure 4. Human resource planning 5. Matrix organizations 6. Contractual types 1. Galbraith, Jay R., Organization Design: An Information Processing View, Interfaces, Vol. 4, May 1974, pp ; 2. Thompson (1967) Organization in action, Ch Morris (1988) Managing project interface; 4. Davis and Lawrence (1977) Matrix Ch Kotter, John P., Power, Dependence, and Effective Management, Harvard Business Review, July/August 1977, pp (online) 5 2 Unit Five:Project Scheduling 1. Kerzner (2009) Project Management-scheduling 3

4 Guidelines in preparing a schedule 2. Network Diagram 3. Critical path method Unit Six:Monitor and Control 1. Concepts of project monitoring and control; 2. Performance measurement baseline 3. Project reporting & document management 4. Change management Unit Seven:Issues of Managing International Projects 1. Challenges and importance of international projects 2. Institutional management 3. Managing and decision-making in uncertainty Unit Eight:Knowledge Management and Information Management 1. Challenges of knowledge management in project-based firms 2. Trends: ICTs Unit Nine:Project closeout 1. Project closeout objectives and procedures 2. Responsibilities 3. Lessons learned 1. Pinto and Slevin (1987) Critical factors in successful project implementation 1. Scott, Levitt, and Orr (2011) Global projects: institutional and political challenges - Chapter 1 2. Orr and Scott (2008) Institutional exceptions on global projects: a process model 1. Javernick-Will and Levitt (2009) Mobilizing institutional knowledge for international projects 2. Whyte and Levitt (2010) Information management and the management of projects (Handbook ch 15) 1. AIA Best Practice (2007) Planning for Effective Project Closeout ( 2. Review this website tool: 4

5 5. Teaching Methods Lectures, Discussions, Games, Case Analysis, etc. 6. Learning Outcomes Expected Category Learning Outcomes 1. Master the fundamental concepts, components, and framework of project management throughout project lifecycle; 2. Master the basic principles and methods of project management; Master of Knowledge 3. Familiar with process and methods of planning, scheduling, organizing, cost and risk management, and control and monitoring; 4. Familiar with the skills of leadership and communication; 5. Understanding the challenges and issues of managing international projects; 6. From a strategic perspective, understand key differences of project management at the levels of corporation and project. Intellectual abilities learned 1. Have the understanding of competing demands among scope, time, cost and quality; 2. Have the holistic view of project management throughout project lifecycle: the dynamics and changes in terms of process and organization; 3. Have the ability to develop a project roadmap including project master plan and organization; 4. Have the ability to lead and coordinate project meetings; 5. Have the ability to communicate with different roles in projects; 6. Have the critical thinking skills needed for handling uncertainties and conflicts in projects; 1. The skills of identifying project challenges such as cultural barriers, time limits; Practical skills learned 2. The skills of preparing a project schedule and cost estimate; 3. The skills of organizing and motivating project teams; 4. The skills of discussing the roles and responsibilities of project stakeholders; 5. The skills of monitoring progress and analyzing performance; 6. The skills of developing a project charter and work breakdown structure (WBS) 5

6 7. The skills of identifying lessons learned; 8. The skills of communicating ideas; Personal competences and characters Cultivated 1. The capability of understanding and respecting different views from different cultures and disciplines; 2. The collaborative mindset in teamwork; 3. The character of leadership and responsibility; 4. The appreciation of different skills and capabilities of team members. 7. Performance Evaluation: Means & Ratio Evaluation Means Team assignments Attendance and Engagement Individual assignments and final reports Ratio (%) Link with learning outcomes expected Mainly based on case analysis, team meetings and final presentation, evaluate the abilities of working as a team, leading a effective discussion, and using Project Management knowledge related to analyses and solve the practical problems. Evaluate the abilities of understanding of Project Management concepts and principles, interacting collaboratively and communicating effectively. Evaluate course preparation, the understanding of the course readings; Assess the degree of mastering the key concepts, principles and skills of Project Management, as well as the ability of applying the knowledge in real world cases. 8.Textbook,References and Reading Materials 1) Basic Readings [1] Peter W. G. Morris, Jeffrey K. Pinto, Jonas Söderlund (Editors) (2010) The Oxford Handbook of Project Management. [2] Kerzner Project Management: A Systems Approach to Planning, Scheduling, and Controlling (2013, Eleventh edition or earlier edition), Wiley. 6

7 2) Advanced Readings [1] W. Richard Scott, Raymond E. Levitt, Ryan J. Orr (Editors) (2011) Global Projects: Institutional and Political Challenges [2] Miller & Lessard (2001) The Strategic Management of Large Engineering Projects 9. Assignment Requirements (1) Readings and Memos: To facilitate your understanding and preparation for classes, the course requires you to write bi-weekly short memos commenting on all or part of the assigned readings. Grading will be based on the following: 1) The assignments are due every two weeks before class (Due time will be announced in the first class). 2) Late assignments (no more than a week late) will be graded down one level and will not be accepted if over a week past due. 3) Put the course title, topics of your memos, your name, and date at the top of the page. 4) Limit your write-up to one full page, 12pt, single-spaced using Microsoft Word with the following naming convention: "Date_Week of the Assignment_yourLastName.doc" (Example: _Wk2_Chi). 5) Grading Scale: Points Criteria The response is relevant, well-organized, well-written, goes beyond just an understanding of the material, and links the reading to experience, observations, or other readings. The paper is relevant, well-organized, well-written, and demonstrates a clear understanding of the material. The paper is poorly-organized, poorly-written, or does not demonstrate a clear understanding of the material; or it is late and does not follow the correct format The paper is not submitted or submitted later than one week. 7

8 (2) Case Analysis: Several of the cases used in this class are designed to relate to a real world international project in China (i.e., the master case). The case is an on-going project so that its details will be kept confidential. Sufficient information will be provided for your practices of basic skills of project management. Some cases are drawn from a variety of sources. Together, they lead up to the final assignment, in which you will develop a comprehensive project road map (including four main parts: workflow/schedule, cost estimate, organization, and mechanisms of collaboration and information exchange) for the master case. Your assignment for case analysis is: 1) Form a group of 4-8 students; 2) Assign roles of project manager, owner, designer, and contractor to group members; 3) Read and prepare to discuss the case before your group meeting; 4) At your group meeting, be prepared to lead, record, or evaluate depending upon your particular assigned role for the week; 5) Before your group meeting, the leaders are to design and send a meeting agenda to the group; 6) After your group meeting, the recorders are to write up the group s conclusions; 7) Individually prepare to discuss the case in class. You are encouraged to present your own thoughts and disagreements with your group. 8) The group will present their final roadmap of the master case in class, but group members individually prepare the final report (i.e., the project roadmap) for the master case. You are allowed to share all the materials from the group discussion and encouraged to have your own thoughts. 9) Grading Scale: Points Plus Criteria for Group Meeting Write-up and Presentation Have demonstrated collaboration and teamwork spirits; Have addressed all key parts of the assignment, and applied course lecture and readings very well; Have demonstrated analytical skills and intellectual curiosity by applying knowledge outside of the course; Have addressed key parts of the assignment, and applied part of course lecture and readings; Fail to address key parts of the assignment or demonstrate a understanding of the course material; 8

9 For presentation, fail to finish on time. 4 Are poorly-organized, poorly-written; Fail to demonstrate a understanding of the course assignment or material 0 Are not submitted on time. Points Criteria for Individual Final Report Have addressed all of the four main parts of the report, and applied course lecture and readings very well; Have demonstrated analytical skills and intellectual curiosity by applying knowledge outside of the course or differing from the group work; Have recognized issues and risks and provided well-thought suggestions for improvement. Have addressed main parts of the report, and applied part of course lecture and readings; Have demonstrated analytical skills and intellectual curiosity by applying knowledge outside of the course or differing from the group work; Have addressed main parts of the report, and applied part of course lecture and readings; Are poorly-organized, poorly-written; Fail to demonstrate a understanding of the course assignment or material 0 Are not submitted on time. Appendices:: 9